I’ve been feeling a bit uninspired to write, but that’s probably since I have been writing business plans. So some thoughts on business plans.

Several years ago, I worked with a friend on mine, Herb, on some strategic planning. He is the ultimate in organization and thinking through goals to action. What I really appreciated was BHAG. Not an acronym I was used to, but very relevant. BHAG stands for - Big Hairy Audacious Goal. It is defined by Jim Collins and Jim Porras (Of Built to Last fame) as:

“A BHAG engages people – it reaches out and grabs them in the gut. It is tangible, energizing, highly focused. People ‘get it’ right away; it takes little or no explanation.”

It seems when we come together as business people we can have lofty goals, superfluous statements that do not translate into actionable weekly data. Getting a BHAG defined, helps organizations give voice to the dream.  At the same time, while it creates focus, it enables the organization to define was is needed and attainable in the next 6, 12, 18 and 24 months.

Longer term and annual goals can be defined, followed by strategies and actions.  Once this is done, the BHAG is the back drop to say ‘ does this get us to where we want to be in the next 5 to 10 years.’  We may get their faster just having it out their.  Then again, the basics are in place as well.

Ok, that’s all I got.

Thanks Herb….

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Actually, the title of this should be “marketing funnel, sales process and collateral… why you should care”. But that was too long.  Besides, the concept of a marketing funnel is foreign to most, and that is another blog. So here is why you care..

Collateral is a supporting structure for the process of identifying, developing and closing a deal. To do this right, (efficient, complete, etc.), a business needs to document how they sell as well as how the customer buys. When these processes are mapped out, then at each stage the collateral requirements can be identified based on the need of the customer to obtain knowledge and be convinced this is the right solution for their business.  The smarter a company becomes in understanding the process, the better they provide the right information at the right time.  This will also lead to using creative tools as you begin to think about how a customer will absorb the information.   Here are some examples:

DEALING WITH FUD: In the last 9 months there has been a good deal of FUD (fear, uncertainty and doubt) used by the big vendors when competing with startups.  I have heard numerous cases where the technical team has recommended a particular purchase only to have it undone by THE BIG GUY swooping in and convincing the executives this is the wrong choice.  If you KNOW the sale / buying cycle will require a high level executive sign off, the process needs the supporting materials to win. So what is needed?  Most likely, sales needs to prep the customer tech team early in the cycle.  Relationships need to be created higher up, again early in the cycle.  To support the sales process, they need convincing materials.  This could be executive to executive customer references, i.e a 3 minute video clip that addresses the issues of business value and why the company (see References-Online and click on the demo).  Or it may mean info on the company’s financial viability. Best bet, is to talk to the sales team and model how they will manage this phase of selling.

THE NEVER-NEVER LAND OF POCs: Proof of Concepts can take a sales cycle into the ditch or close the business.  It may be part of your sales cycle, or a requirement of the prospect.  Either way, 99% of POC’s need supporting marketing material that steps the prospect through the proof process, even if you are selling a simple SAAS solution.  It maybe an online ‘how to start,’ or a step my step document on how to demonstrate a test of disaster recovery replication. If the prospect has their own process, the supporting material can be used as a basis for that project. Without this, the POC can be an undefined project that has no beginning or end.

So how I do align the marketing and sales funnel with the collateral:

1. Identify the marketing and sales processes.  Clearly understand how the customer buying cycle. This means talking to sales, current customers and understanding lost deals.
2. Decide what questions are to be answered and resolved at each stage
3. Define how the information will be best presented (brochure, online, video, webinar).  (There will most likely be different vehicles of delivery, as people are different in how they absorb information).
4. Deliver and review again, as the market changes and processes change

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Yesterday was a 95 miler bike ride,  a training ride for the Triple Bypass. Given my pace, I had lots of time to think and relate life experiences to business. So what does the my bike have to do with marketing?  Read on roadies….  

Consistency - Nothing substitutes for repetition. This was my painful reminder yesterday as I crawled out of Estes Park.  Repitition in marketing we call it frequency. When biking it is called training. In past years this ride (Carter - Big Thompson -Estes - Lyons - Boulder), has been MUCH easier.  Why? Frequency.  I was on the bike hitting the pedals (aka message) with a regular, trained process. This year has found me inconsistent, so my customers (the legs) have no clue what is going on and what is expected.  My most successfull campaigns have been about hitting it hard and regular.  I think I need to get in touch with a trainer.

Hitting it hard - Yep, I have been out there spinning, but frankly taking it easy.  This year, I have forgone the intervals, latic acid training and all the other super duper training the elites in Boulder revel in. In marketing, there are times we have to go out with a storm.  Push hard and fast, to gain a market presence. There are times I have realized a prime competitor was vulnerable, and pushed for a program to capitalize. But to do this I needed the base consistency, the team to execute and willingness to make a splash with all at my disposal.  Hitting it hard, is not just pressing on the pedal, you have to have the engine behind that is prepped and ready to perform.

The Right Message - So when the headwind hit, and the road got steep there were certain messages flying. The wrong message and I would bail.  The right message and I found the power in the legs, heart and soul to say ‘!!*(&*.”  It is amazing the power of words and getting it right.  Aligning myself with the right words got me to the top. Spending the marketing training time for the right words that really say who you are, what you do and how you are different will get you over the top and winning.

So much for the road.. Just maybe I will be ready for July 11.

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So here it is: “For Who, Does What, Unlike.” **…..  Now I will break down:

“For Who?“ The first step is to define who your primary is, and who is your secondary. For Web 2.0, this can be tough, as your customer tends to be the end user and the secondary is those people who give you money - someone who is advertising or wants to get to your audience. For all of these audiences you need to have a messaging and positioning statement, as their needs, pains, desires are different. Unless you talk directly to them, they will tune you out.

When you describe For Who, make it very, very descriptive and specific. In old messaging you drew the largest circle possible. In this world you have to have a rifle shot or you will be dismissed. For Instance, SMB (also known as Small-Medium Business) is not enough - you need to crawl into your targets brain and know what it means to be a 10 employee firm or a 200 or 1000 person firm. These are all considered “SMB,” but a 10 person firm is not a 500 person firm.  What the “For Who” looks like:

1. For researchers who have to analyze large data sets and solve visual problems.
2. For landscape architects who need an easy to use design tool.
3. For people who need to make sure their data is secure.

“Does What?”  Think in terms of PAIN and improvements. Can you quantify what you do? This is critical for business. Don’t just say improve ROI. One CEO told me if he invested in every ROI pitch, he would be broke. Ask yourself - is this enough for me to change what I do? There are always tradeoffs, and work arounds to make the old way ‘work.’  We like the familiar, despite its drawbacks. Take an honest look at your value and make sure it is enough. 

After you define the “Does What” you can tell me what you do. Do not make me dig. If you are a new concept, it has to be related to what I already understand. Humans categorize, that is how we remember. If you are breakthrough technology, you are responsible for helping me understand the breakthrough. And you only have 30 seconds to get my attention. So what Does What look like?

1. For researchers who have to analyze large data sets with visual problems. We enable you to develop predictable, repeatable math routines, with simple to use software.
2. For landscape architects who want an easy to use design tool because I don’t have time to invest in huge app like autocad. We are a highly intuitive tool that you can master in 15 minutes.
3. For people who need to make sure their data is secure. We are a simple and safe way to back up all the important stuff on your computer. A copy of your data is stored in a secure, remote location for safekeeping, so that in the event of disaster your data is always retrievable.

“Unlike”-Most companies forget the Unlike element. I don’t blame them. This is the hardest step. I call this Share of Stomach - if I am hungry, there are lots of options out there. While Whole Foods does not compete directly with Capitol Grill, once my stomach is full, game over. So make sure you look at not only your direct competitor, but what other options the customer has. For most, “do nothing” is a biggest obstacle and needs to be addressed in the Unlike statement. So how this all gets put together”

1. For researchers who have to analyze large data sets with visual problems. We enable you to develop predictable, repeatable math routines, with simple to use software and without extensive programming and complicated analysis.
2. For landscape architects who want an easier to use design tool because I don’t have time to invest in huge app like autocad. We are a highly intuitive tool that you can master in 15 minutes without knowledge of technology, without knowledge of technology.
3. For people who need to make sure their data is secure. We are a simple and safe way to back up all the important stuff on your computer. A copy of your data is stored in a secure, remote location for safekeeping, so that in the event of disaster your data is always retrievable. No software, no hardware, no tapes, just simple 3 steps to protection.

Now for the BIG TEST: Exchange your competitors name in your positioning statement. Does it hold on it own? Or are you saying the same thing? If it doesn’t - go back to the drawing board.

** Concept originated by Geoffrey Moore in Crossing the Chasm. Printed originally in 1991, but still very applicable in technology adoption, marketing and messaging.

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This last week I received an email from a friend thanking me for overlooking sweatshirts and baseball caps to see the real person behind it all. Ironically, I never  saw those things.  Sure, the baseball cap was ever present, but what was overwhelming was her ability to listen.  In fact if I could bottle up her ability to listen, to put others at ease and acheive the agreements she gets from customers, I would duplicate it with every insides sales, field sales and executive I know.  Her brand to me is 10% baseball cap (it sets you at ease) and 90% an intutive engine that cares about those around her while communicating value.  That’s someone I want on my team.

This all made me think about brands, who we are and what we appear to be. I have led many company branding exercises. The ones that work are those that tap into the essence of the people are and what attracts the customers to their business.  There is a sense of being, an internal spirit that first is lead by the executive staff and leadership. This then spills out through the team and the image that is give to the greater community.  That is why so often we equate a company with its leader, e.g. Oracle is Larry Ellison or EMC is Joe Tucci.

Unfortunately, branding is often a marketing exercise or a graphics artist responsibility.  That’s when it becomes image de jour. Since it is not portraying the real company, the organization will struggle with conflicting communication and confusion. And basically feeling that the work was a waste of time and money.

When leadership does understand the importance of setting the company image, creating a brand becomes easier, but not easy. It cannot be platitudes and words that often are written in mission statements. It has to be real.  If the company is a geek company, then be a geek company.  Define the value that is attracting your customers and build on it.  If branding has the engagement of the business (executives, sales, customer support, engineering, etc.) then a company can begin to speak with one voice, albeit through the personalities of the company. 

There are times a company needs to re-invent itself, as the internal modes are no longer benefiting the company or their customers.  Or they may just need to shed bad habits.  To correct and change a brand,  a company needs to first take stock of who the company is today, what bad habits they want to shed and why.

So then what about first impressions? They are important, but when you open the conversation and the substance does not equate with the appearance, confusion arises. Or if you are all about impressions and there is little content behind the picture, then maybe you are just a scam artist.  Brand and who we are starts internally and extends to the appearance. Now, think about what that means to your next presentation, your Blog and even Twitter.

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